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More than 15 million Americans bought a Model T during the 19 years it was produced. The price went down from $980 when it was introduced in 1908 to as low as $280. Ford’s mass production techniques eventually allowed for the manufacture of a Model T every 24 seconds. Questions 1. What downside do you think workers experienced after Taylor helped Ford introduce job specialization in his factory? Think of an example from the video. 2. How does a moving assembly line fit into the beliefs of a Theory X manager, a designation given to Henry Ford? 3. How did Taylor recommend that workers should benefit from their increased performance? Did Henry Ford follow that recommendation? Sources: John Crandall, “Henry Ford’s Assembly Line,” http://automotivehistory.suite101.com/article.cfm/henry_fords_assembly_line, accessed August 4, 2008; “Ford Installs First Moving Assembly Line, 1913,” http://www.pbs.org/wgbh/aso/databank/entries/dt13as.html, accessed August 4, 2008; and Mary Bellis, “Henry Ford,” http://inventors.about.com/library/inventors/blford.htm?p=1, accessed August 4, 2008.. Video Case Teaching Notes: Ford’s Assembly Line Teaching Objective: To explain how the first assembly line used in auto production changed the workplace and the industry Summary: After Henry Ford developed the Model T, he sought a way to produce the car faster and more cheaply. Frederick Taylor helped Ford speed up production through job specialization. Then Ford introduced an assembly line that brought cars to workers and set the pace of their work, with the result that a car could be made in 93 minutes. To keep men on the stressful, repetitive, fast-paced job, Ford doubled their pay to $5 a day. Questions: 1. What downside do you think workers experienced after Taylor helped Ford introduce job specialization in his factory? Think of an example from the video. Since specialization divides jobs into miniscule steps performed by different workers, they can easily become bored by the routine, repetitive tasks that result. Job satisfaction can plunge as individuals feel less significant, like a part of the machinery. In Ford’s factory, for example, a skilled wheelwright no longer made entire wheels but only a small part of each one. He would not feel the satisfaction of crafting a complete product or the pride in doing it well. In fact, skilled craftsmen were not needed as anyone could be trained to do the simple tasks.

Solution manual contemporary management 7th edition jones  

solution manual contemporary management 7th edition jones. Full file at http://testbank360.eu/solution-manual-contemporary-management-7...

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